HUMAN RESOURCE
MANAGEMENT
February 22, 2010
Human Resource Management
 Activities
necessary for staffing the
organization and sustaining high
employee performance.
HR Functions
 Staffing
 HR
Planning
 Recruitment
 Selection
 Performance
 Orientation
Management
and Training
 Appraisal
 Compensation
Strategic Human
Resource
Management
Process
HR Planning
 Process
by which management ensures
it has the right personnel to complete
the organization’s tasks.
 Why?
 How?
Steps in HR Planning
1.
Collect Information



2.
Forecast HR demand



3.
4.
Job analysis
Description
Human resource inventory
Business Demand
Productivity ratios
Adjust for changes
Forecast HR supply
Reconcile demand and supply
Productivity Analysis
Productivity Business
# of
Output employees
Ratio
Instructor
9000
200
Assistant
9000
100
Associate
9000
80
Full
9000
40
Productivity Analysis:
Adjusted for Productivity Change
Productivity Business
# of
Output employees
Ratio
Instructor
60
9000
Assistant
120
9000
Associate
150
9000
Full
300
9000
Simple Turnover Analysis
Current
Retention Rate Projected
Supply
Instructor
Assistant
Associate
Full
200
100
80
40
.70
.75
.80
.90
Legal Environment of Human
Resource Management
 Labor

Relations
Wagner Act (1935)--NLRB
 Compensation
& Benefits
Fair Labor Standards Act (1938)
 federal minimum wage, hours, child labor

 Health

and Safety
OSHA (1970)
 Equal
Employment Opportunity
Major EEO Laws
 Title
VII, CRA
 ADEA (1967/1986)
 ADA (1990)
 Executive Order 11246
Title VII CRA (1991)
Prohibits discrimination in any employmentrelated decision on the basis of race, color,
religion, sex, or national origin.
Equal Employment
Opportunity
 Sexual

harassment
consists of unwanted sexual attention that
creates an adverse work environment
 Quid
pro quo – tangible economic injury
 Hostile environment – offensive work
environment
Types of Discrimination
 Disparate
Treatment
 Individuals
are treated differently because
of their membership in a protected class.
 Disparate
 Equal
Impact
application of an employment
standard has an unequal effect.
 4/5th rule
Four-Fifths Rule
A
practice has adverse impact if the
hiring rate of a protected class is less
than four-fifths of the hiring rate of the
group with the highest rate.
To determine compliance:
 Calculate
#
majority group hiring rate
majority hired/# majority applied
 Calculate
minority group hiring rate
 #minority
 Divide
hired/#minority applied
step 2 by step 1
 If < .80, then Disparate Impact
EEO Implications
 Costs
 Job-relatedness
 Interview
Carefully
 Document Decisions
HUMAN RESOURCE
MANAGEMENT
Continued
Recruiting
 Goal?

 Issues
 Who?
(internal vs. external)
 How? (methods)
 What?
Internal (vs. External)
Recruitment
Advantages
Disadvantages
Recruiting Methods
Referrals from current employees
 Former employees
 Customers
 Internet/e-recruitment
 Advertisement




Newspaper/Television
Trade or professional publications
Billboards
 Employment
Agencies
 Executive Recruiting Firms
 College Recruiting
Recruitment
 Realistic
job preview
gives a candidate a picture of both the
positive and negative features of the job
and the organization before he is hired
 People tend to quit less frequently and be
more satisfied

Selection
 Selection

process
Initial screening of job applicants
 Background
information, application forms,
résumés, reference checks

Evaluation of remaining candidates
 Interviews
 Employment
Tests
Selection: Validity
 Primary
method of demonstrating jobrelatedness
 Represented by the correlation coefficient
 Strength
of the relationship between scores on the
predictor and job performance
 Symbolized as "r"; e.g., r=.30
 Higher numbers indicate stronger relationship
Selection Tool Validities
PREDICTOR
Amount of Education
Job Tryout
Biographical Inventory
References
Cognitive Ability Tests (IQ)
GPA
Interview
Selection
 Unstructured

interview
no fixed set of questions and no systematic
scoring procedure
Selection
 Structured
interview
involves asking each applicant the same
questions and comparing their responses
to a standardized set of answers
 Situational – focuses on hypothetical
situations
 Behavioral – explore what applicants have
actually done in the past

Orientation, Training, &
Development
 Orientation
helping the newcomer fit smoothly into
the job and the organization
 designed to give employees the
information they need to be successful

Training & Development
 Training:
Teaching operational or
technical employees how to do the job
for which they were hired.
 Development: Teaching employees the
KSAs needed to do their job in the
future.
Five Steps in the Training
Process
Example: E-Learning
 Millions
of people are taking shortterm, practical courses related to their
careers
 Advantages
no transportation is needed
 You can follow a flexible schedule
 You can work at your own pace

 Drawbacks?
Why do Organizations Conduct
Performance Appraisals?




Appraisal Tools--***CHECK
TEXT DESCRIPTION***
 Subjective
appraisal of
 Employees
traits
 Employee behaviors
 BARS
 Objective
appraisal-(MBO)
 based
on results
 harder to challenge legally
 Forced
ranking (Curve)
Common Rater Problems
 Stereotyping
 Central
Tendency
 Halo Effect
 First Impression
 Similar to Me
 Dissimilar to Me
 Contrast Effect
Improving Appraisals
PERFORMANCE
MANAGEMENT
Goal
Setting
Formal
Feedback
Session
Coaching
And feedback
Rate and
Evaluate
Managing Promotions, Transfers,
Disciplining, & Dismissals
 Promotion
 moving
upward
 Transfer
 moving
sideways
 Disciplining
 moving
& Demotion
downward
 Dismissal
 moving
out of the organization
Concerns
 Nondiscrimination
 Legality
 Procedural
 Decision
Fairness
Rule, Consistency, Explanations
 Interpersonal
Fairness
 Communication,
 Others’
respect, notice
resentments